THE ASSET MANAGEMENT PROCESS REFERENCE MODEL FOR INFRASTRUCTURE

Transcription

1 Ype Wijnia Tampere 29 September 2015 THE ASSET MANAGEMENT PROCESS REFERENCE MODEL FOR INFRASTRUCTURE

2 Table of contents 1. The development of Asset management 2. Infrastructure asset management 3. Managing risk in infrastructures 4. Asset management requirements 5. The process reference model 6. Conclusion

3 The development of asset management

4 Over the years, the concept was generalized From physical infrastructure assets to all types of assets Increasing attention for aligning asset risk management with general risk management Alignment with other management systems Asset management is now regarded as an integral part of the organization

5 However, not all assets require the same management over their lifecycle Lifecycle phase Asset Class Concept Design Construction Operation Maintenance Decommissioning Single use Rotating/moving Cables/pipelines Constructions Earth structures Generalization of the concept => less specific guidance

6 Especially infrastructure managers lost guidance Infrastructure asset management revolves around risk management Risk management was a challenge under PAS55 The abstraction of ISO requires more interpretation Pas55 ISO Physical infrastructure assets Specification of risk: Asset failure Operational Natural events External risks Stakeholder expectations Life cycle risks Risk management methodology Proportionate to the risk level Scope, nature and timing=> proactive Consider change of risk over time Classification and prioritization of risk Consistent with organizational capability Monitoring of actions All types of assets Definition of the concept of risk: The impact of uncertainty on objectives Reference to ISO31000 Infrastructure Asset Managers need additional guidance documents!

7 Why is infrastructure asset management special? Aspect The assets provide routes between users, Owners/managers are not the users Monopolistic Very long lifespan In the public domain Networked Evolutionary Mainly cables/pipelines and constructions (passive assets) Consequence for asset management Functioning assets provide value to third parties Little opportunities for growth, often heavily regulated Loss of information over time Failures very visible No natural hierarchy in assets No grand design behind portfolio No opportunities for improving performance Infrastructure asset management is much more about risk than about performance and opportunities

8 Why is risk management so challenging? No agreement on the concept of risk: Impact of uncertainty on objectives (ISO55k), Probability times effect Event with undesired consequences No agreement on methods for: Capturing the risk position Risk prioritization Decision making on mitigations No agreement on truth of risk assessment Objective Subjective Constructive No single view works for all risks. For infrastructures this lack of consistency cannot be hidden behind performance and opportunities

9 It helps to regard risk itself as a process Cause Asset Reaction Consequence Deliberate damage Terrorism, vandalism, activism Accidents Excavation works, crashes Acts of God storm, ice rain, earth quake, volcano, flooding Systemic faults Common cause, coincidence, normal accidents Asset flaws Wear and tear, ageing, material flaws, construction flaws Operational errors Switching errors, design errors, parameter setting errors Changes in physical environment Reconstructions, city development, infrastructure development Changes in institutional environment Norms, requirements, standards, regulation Changes in requirements New users, demand growth, flow reversal (distributed generation) Transmission Cables, lines, pipes, poles, towers Transformation Power Transformer, Pressure regulator Primary control Switchgear, Splitter, Grounder, Valve Secondary control Current transformer, voltage transformer, protection relays, SCADA, pressure gauge, Facilities Sites, buildings, fences, Rights Access rights, safety zone, routes, noise contour Structural Vibration, crack, leakage (incl. voltage leaks), get stuck, open failure, closed failure Loss of control Spontaneous switching, Not switching, slow/delayed switching, erroneous signal Failure during operation Electrocution, explode, burn, choke Procedural failure Misdemeanor: operating outside permit, norms, guidelines, rules of thumb, practices Financial Damage/ loss of assets, third party damage, fines, lost revenue Quality of supply Outage, Voltage dip, flicker, asymmetry, harmonics Safety Casualties, injuries, near misses Environment Emissions of dangerous substances, toxic waste, greenhouse effect, EM radiation, noise Reputation Negative reports in media, political attention, damaged relations with stakeholders like consent providers Regulation Fines, processes, Directives Risks are flows through this process: During excavation works (cause) a cable (asset) is hit and broken (reaction), resulting in an outage of power for the customers (consequence). Mitigations are barriers in this risk process

10 And to consider several levels of aggregation Problem Response Violations Whole system performance (kpi score for a year) is not (may not be) adequate: below target, not as agreed (hence violation) Strategy Coherent set of policies and programs to bring the performance up to expectations/ agreement Risks Generalized type of issue. If a risk materializes it becomes a localized problem Policy/program Guideline how to deal with issues if they arise Plan to resolve a number of issues Issues (bottlenecks) A localized problem: a point in the grid is not adequate: capacity shortage, asset deterioration, asset failure, third party request Project List of activities to resolve the issue on a specific location Many of the challenges in risk management result from framing risk in different phases and at different levels of aggregation

11 ISO poses several types of requirements Area ISO55001 Requirement Asset Management Policy Strategic Asset Management Plan and objectives Documents Asset Management Plans Evidence of processes in control (e.g. Risk register, Program register, Order book, performance report) Risk and opportunity management Processes Information management Potential asset failure identification Behavior Evidence of desired behavior All types of requirements can be fulfilled with a process reference model

12 The process reference model is risk based Management processes Strategy Corporate finance Asset management Business Architecture Asset Management sub processes Manage Asset Base Manage Asset Information (system) Manage Asset Management System AsM Policy SAMP Risk register Program register AsM plans Order book Sub Process Manage Asset Base Organizational plans and objectives Strategy and Risk assessment Mitigation development Planning and funding objectives > > > > <-> <-> <-> <-> Contracting <-> > Execution <-> Managing change Performance report Working process Risk Assessment Identify risks Structure risk Evaluate risk Select risks Full analysis Risk management is integral part of the asset management process, with structuring risk as an essential step

13 This reference model fulfills all requirements Area Requirement Captured in working process Documents Asset Management Policy Input for Strategy and objectives Strategic Asset Management Plan and objectives Output of Strategy and objectives Asset Management Plans Evidence of processes in control (e.g. Risk register, Program register, Order book, performance report) Planning and funding Risk assessment, Mitigation development, Contracting, Execution and change Processes Risk and opportunity management Risk assessment Information management Potential asset failure identification Separate sub process and working processes (working processes not in figure above) Risk assessment Behavior Evidence Documented process and outputs as stated above

14 Plotting the requirements against the model Subprocesses Asset Management Manage Asset Base Manage Asset Information (System) Manage Asset Management System Fraction of requirements of ISO % 18% 59% 100% Chapter Title Manage Asset Base Manage Asset Information (System) Manage Asset Management System Total 4 Context of the organization 35% 3% 63% 100% 5 Leadership 11% 5% 84% 100% 6 Planning 48% 4% 48% 100% 7 Support 5% 53% 42% 100% 8 Operation 37% 23% 39% 100% 9 Evaluation 11% 10% 79% 100% 10 Improvement 32% 8% 59% 100% Most of ISO 55k is about managing the system and not about managing the assets

15 Conclusion Asset management developed from a collection of ideas into a coherent concept Standards formalized the requirements for asset management covering (eventually) all assets, though direct applicability is not a focus of these standards Many asset managers struggle with this abstraction, especially with regard to risk Good experiences exist with a risk based process reference model for infrastructure asset management as more specific guidance Most of this model is not specific for infrastructure but about managing asset management Adaptation to other sectors therefore may be limited to the core process of managing the asset base

16 PO box CC Zwolle Chamber of Commerce: Thank you Ype Wijnia +31 (0)